Organization development is a planned process of change in an organization's culture through the utilization of behavioral science technology, research, & theory-Warne Burke. It is an effort planned, throughout the organization, & managed from the top to increase the organization's effectiveness & health through planned interventions in the organization's processes, using behavioral science-knowledge. Researchers argue that organizations are in the midst of unprecedented uncertainty & chaos, & nothing short of a management revolution, can save them. The three major trends that are shaping change in organizations are globalization, information technology, & managerial innovation.
[...] The formal / informal distinction, i.e., what's supposed to happen versus what's really happening, is a powerful element of OD practice theory & one of the secrets to understanding organizational dynamics. Marvin Weisbord recommends a thorough diagnosis, looking at multiple boxes, before choosing intervention. Third Wave Consulting 10 years after 6 box model, Weisbord wrote a title ‘Toward Third Wave Managing & Consulting.' Here, he reconsidered diagnosis & intervention. ‘Third Waves' refers to the assertion by futurist Alvin Toffler that the world has progressed through the agricultural revolution. [...]
[...] OD is a systematic process of data collection, diagnosis,action planning, intervention & evaluation aimed at enhancing congruence among organizational structure, process, strategy, people &culture; developing new & creative organizational solutions; & developing the organization's self-renewing capacity. It occurs through the collaboration of organizational members working with a change agent using behavioral science theory, research & technology.-Michael Beer. The Growth & Relevance of OD Researchers argue that organizations are in the midst of unprecedented uncertainty & chaos, & nothing short of a management revolution, can save them. [...]
[...] OD is organizational improvement strategy. In the late 1950s & early 1960s, it emerged out of insights from group dynamics & from the theory & practice of planned change. Today the field offers an integrated framework capable of solving most of the important problems confronting the human side of organizations. INTRODUCTION Organization development is about how people & organizations function & how to get them to function better. The field of OD, is about how people & organizations function & how to get them to function better. [...]
[...] The consultant should do what he/she can do, but the intervention should be appropriate to the diagnosis, which requires an intensive look at the data & then take a decision. The wider the range of interventions with which the consultant Contd. is familiar, of course, the more options the consultant will have. The more the consultant's expertise & experience,the less agonizing is likely to be required in selecting or designing appropriate interventions. Depth of Interventions: A major aspect of selecting appropriate interventions is the matter of depth of intervention. [...]
[...] Usually information is collected through a variety of methods interviews, observations, questionnaires & organization records. Information is treated as the property of those persons who generated it, & the data serves as the foundation for planning actions. This format is basically an action research model. Therefore the diagnostic & action components are ultimately related in OD. Six Box Model A diagnostic tool by Marvin Weisbord, founded in 1976. today, also used. This model identifies 6 critical purposes, structures, rewards, helpful mechanisms, relationships & leaderships where things must go right if the organization is to be successful. [...]
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